A Quote by Neil Blumenthal
Just as a company needs a strategy to capture market share, a company needs a strategy to encourage actions that reflect their core values.
Related Quotes
I got an album concept called 'Exit Strategy,' that might be one of my last ones. It's a term they use in business when you build companies. You create an exit strategy as you make a company. You don't wait till you're five years in it; you create a exit strategy as you make the company.
Strategy is the starting point for a transformation that needs to occur and how that company must change to win.
Strategy is all about combining choices of what to do and what not to do into a system that creates the requisite fit between what the environment needs and what the company does.
People believe that management consultants are mostly useless parasites. Up until about 1980 it was consultants more than anyone else who came up with the critical concepts behind strategy. The history of strategy suggests there are lots of things consultants can do for a company that the company can't typically do for itself.
Part of having a social media strategy is being smart about whom you follow. Ask yourself who is important to your company or brand. Figure out who needs to know you exist.
A good strategy is not always successful, but even an "inappropriate" strategy may be an actual strategy. A "bad strategy" is one that doesn't even try to address an important challenge. Instead, it speaks of aspirations, visions of the future, lays out performance goals, or simply lists a bunch of unconnected actions.
We must ensure that the global market is embedded in broadly shared values and practices that reflect global social needs, and that all the world's people share the benefits of globalization.
Market type influences everything a company does. Strategy and tactics for one market type seldom work for another.
Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.
At Travelers, we were much more opportunistic. It was very successful, but it wasn't an integrated financial services company. We had a property casualty company, a life company, a brokerage company. We were a financial conglomerate. It wasn't a unified, coordinated strategy of any sort. When it merged with Citi, that became a big issue; Citi, at that time, wasn't yet a fully integrated, coordinated company.
Today, I think a CFO needs to be more of an operating CFO: someone who's using the financial data and the data of the company to help drive strategy, the allocation of capital, and the management of risks.
Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.
Regardless of our many differences, we all have the same needs. What differs is the strategy for fulfilling these needs.
Understand this - as a new company, if you don't know how to get interested prospects into your company, then you don't have a company. At the same time, if you, as a owner, have to drive every lead into your business, then you need a real lead generation strategy.
If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.
Babelgum has no ties to individual content owners and distributors, and as a result our editorial strategy is primarily 'user-centric.' That strategy ensures the platform satisfies the needs of a potentially infinite number of niche audiences around the world.
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